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Slide Notes
It all starts here – many people driving important change, and from everywhere…not just the usual few suspects.
You need more eyes to see, more brains to think, and more hands and feet to act. More people need to be able to make change happen – not just carry out someone else’s directives. This must be done in a way that does not create chaos, create destructive conflict, duplicate efforts, or waste money. Done right, this uncovers leaders at all levels of the organization – ones you never knew you had.
You need more eyes to see, more brains to think, and more hands and feet to act. More people need to be able to make change happen – not just carry out someone else’s directives. This must be done in a way that does not create chaos, create destructive conflict, duplicate efforts, or waste money. Done right, this uncovers leaders at all levels of the organization – ones you never knew you had.
CBLG Leadership Development program
Published on Aug 13, 2018
MO2021 presentation assessment
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PRESENTATION OUTLINE
CBLG Leadership Development program
MO2021 Leading and Managing organisational change
It all starts here – many people driving important change, and from everywhere…not just the usual few suspects.
You need more eyes to see, more brains to think, and more hands and feet to act. More people need to be able to make change happen – not just carry out someone else’s directives. This must be done in a way that does not create chaos, create destructive conflict, duplicate efforts, or waste money. Done right, this uncovers leaders at all levels of the organization – ones you never knew you had.
You need more eyes to see, more brains to think, and more hands and feet to act. More people need to be able to make change happen – not just carry out someone else’s directives. This must be done in a way that does not create chaos, create destructive conflict, duplicate efforts, or waste money. Done right, this uncovers leaders at all levels of the organization – ones you never knew you had.
Photo by Ross Findon
Kotter 8 steps to accelerate change
e-assessment and micro-credentials LTSE project 2018
1. Create a sense of urgency
Photo by Leo Reynolds
Create a sense of urgency
- Connect an external change factor with a special capability of the organisation
- Higher Education credentials is a core business for Universities and therefore JCU
- Higher Education credential options are being disrupted
- Additional revenue stream options
- Timing is relevant with current Mater contract and CBLG imperatyives
JCU Integrated Academic Plan and the draft Modular Education Framework
Fulfil a genuine/emerging community and industry need
• Generate revenue
• Strengthen existing industry links and build new ones
• Contribute to ongoing workforce development
• Expand JCU’s intellectual influence and interests
• Create new opportunities in untapped markets for postgraduate studies
Oliver 2016 Credentials are the core business of Higher Education and can only be sustained if underpinned by excellent and appropriate assessment accompanied by timely and constructive feedback
five criteria for excellence in micro-credentialing include communication of outcomes, provision of sufficient
granularity, collation of rich evidence, maintain assessment integrity, balance time and money with
benefits realized and be sustainable and compliant.
In discussing the need for innovative models of assessments in the design of micro credentialing, Milligan
& Kennedy (2017) call on the need for new assessment frameworks “capable of generating and compiling
high-quality evidence about the performance standards of a learner, and supporting on-balance judgment
by learners and other stakeholders about competence” (p. 48).
Industry requires the 21C professional tocontinually update and build capacity to meet the skills requirements of a rapidly changing world.
Merisotis (2016) call for portable and transferable credentials will be achieved in this project by assuring
our assessment framework is deemed trustworthy and accepted as valid in industry.
2. Build a guiding coalition
Diversity of the team in terms of level, function, geographic location, tenure and ideas
An ability and willingness to work across hierarchy while also working with people across all levels and functions - with respect, energy and commitment to the change at hand
An ability and willingness to work across hierarchy while also working with people across all levels and functions - with respect, energy and commitment to the change at hand
Photo by Debby Hudson
Build a guiding coalition
- College executive
- Academics
- Systems/Technical teams
- Learning teaching and student engagement
- External connections
- Project plan template - identifies the formation of a guiding coalition as part of the process
3. Form a strategic vision and initiatives
Photo by giulia.forsythe
Strategic Vision and initiatives
- Project plan
- Research
- Identify trends and drivers
- Curate and collate ideas
1. Communicable
2. Desirable
3. Creates a verbal Picture
4. Flexible
5. Feasible
6. Imaginable
7. Simple
Motivates people to take action
Coordinates and aligns their action
Clarifies how the future will be different form the past and how that future will become a reality
Ties directly to the big opportunity
4. Enlist a volunteer army
Photo by Dakota Corbin
Enlist a volunteer army
- Identify and have professional conversations
- Align with project outcomes
- Identify links and capture other information
- Get referrals and build a community
"accelerate explains that "history has demonstrated that it is possible to find many change agents... but only if people are given a choice and feel they have truly developed permission to step forward and act. You must build excitement around the big opportunity and develop a feeling that one "wants to" versus "one has to" contribute
How do you build it?
Give people a reason and motivation to join the movement. A strong vision goes a long way
Don't boil the ocean - wile you reach stickiness, once you surpass 50% about 15 % of your organisation is enough to build material momentum towards change.
Recognize the effort of existing volunteers to keep them engaged and recruit more.
Enable action by removing barriers
- Identify systems
- Identify processes
- Identify people
- Ask ?
remove barriers such as inefficient processes and archaic norms , leaders provide the freedom necessary for employees to work across boundaries and create real impact
Results - Tangible evidence of employee innovation skimming from collapsed silos and new ways of working better together.
Innovation is less about generating brand new ideas and more about knocking down barriers to make those ideas a reality.
How to spot barriers; Identify them. Examples are commonly accepted statements, past initiatives and failures, pressure to hit numbers, legacy rules and procedures, limited access to key stakeholders, leaders, parochialism, silos, complacency.
Generate short term wins
- Get feedback
- Share project processes and ideas
- https://padlet.com/colleen_hodgins1/vkst6882a6s8
"Wins are the molecules of results" Collected categorized and communicated. Early and often to track progress and energize your volunteers and drive change.
A win is anything - big or small - that helps you move toward your opportunity. They may take the shape of actions taken a lesson learned, a process improved a new behavior demonstrated.
Results in a body of data that tells the story of your transformation in validated, quantifiable and qualifiable terms.
Characteristics of an effective win:
relevant in light of the opportunity before you, meaningful to others. people beyond the winner or winners care about the win, be it members of your team, another team, customers, stakeholders, etc., unambiguous, visible and tangible such that people can replicate or adapt it. Wins have the most impact when they can scale across organisations
Padlet - LTSE project
6. Sustain acceleration
Photo by SLAC National Accelerator Laboratory
Toolkit of behaviour strategies
Goals/targets - combined with feedback and commitment
Social diffusion - conversations and introductions to new practices
Social Norms - new idea arrives- use effectively by: people look to others for guidance and clues on how to behave, involve high stakes individuals, make the norm noticeable
Rewards - benefits provide motivation and foster sustainable behaviour- effective rewards individualize, reward immediately made visible, praise, money, healthy work environment
Feedback - most effective when follows behaviour closely, given frequently, Benefits - reinforces behaviour, reduces people's anxiety, helps you improve, reinforces behaviour
Modelling - Humans learn by watching others, Provide step by step demonstration
Prompts- combat forgetfulness. Effective prompts are noticeable, positive focus, placed closely to target behavior, explains what must be done through pictures, combined with commitment strategy.
Commitment - ineffective commitment are made one on one, made only on the internet, made to yourself. Most effective commitments are publicly made and witnessed by others, voluntary and written down.
Social diffusion - conversations and introductions to new practices
Social Norms - new idea arrives- use effectively by: people look to others for guidance and clues on how to behave, involve high stakes individuals, make the norm noticeable
Rewards - benefits provide motivation and foster sustainable behaviour- effective rewards individualize, reward immediately made visible, praise, money, healthy work environment
Feedback - most effective when follows behaviour closely, given frequently, Benefits - reinforces behaviour, reduces people's anxiety, helps you improve, reinforces behaviour
Modelling - Humans learn by watching others, Provide step by step demonstration
Prompts- combat forgetfulness. Effective prompts are noticeable, positive focus, placed closely to target behavior, explains what must be done through pictures, combined with commitment strategy.
Commitment - ineffective commitment are made one on one, made only on the internet, made to yourself. Most effective commitments are publicly made and witnessed by others, voluntary and written down.
Sustain acceleration
- evaluation processes identify impetus options
- Use toolkit of behaviours document now
Press harder after the first successes. Your increasing credibility can improve systems, structures and policies. be relentless with initiating change after change until the vision is a reality.
So you've had a few wins. It can be easy to lift your foot off the gas pedal after experiencing some success. Instead , this is the time to press harder and use those wins as momentum to further fuel the change
Results - you have confirmation of organisational fitness and stamina. This enable the re invigoration of your mission and helps your tea, stay the course of change over time.
If urgency drops sufficiently and momentum is lost, pushing complacency away a second time can be much more difficult that it was the first.
Revisit urgency after generating some significant wins. it is easy to easy to lose sight of the ultimate goal, which to move the initiatives into the culture and sustain them. it may be necessary to revisit some of the urgency raising activities incorporated at the start.
Get more and more people involved, always looking for ways to expand the volunteer army!
With new volunteers and fresh eyes, you'll find more barriers in need of knocking down. Remove them too!
8. Institute change
Photo by Clark Tibbs
Institute change
- Project communication strategies, reporting and presentations
- Build the tool
- Trial the tool
- Promote lifelong learning and Higher education options
To ensure new behaviors are repeated over the long term, its important that you define and communicate the connection between those behaviors and the organisations success.
Years of a different kind of experience are often needed to create lasting change. That is why cultural changes come once toy are deep into transformation, not at the beginning. You first have to build the muscle and track record of antithetical experiences. Culture changes after you have successfully altered people's actions, connecting the dots between new behaviors and better performance.
Results - you have new systems and processes that allow the organisation to work with speed, agility and innovation and contribute directly to strategically important business results.
Accelerators 1-7 are all about building new muscles, behaviors and new ways of working. Accelerator 8 is about sustaining it long int the future.
New practices must be deeply rooted and anchored to replace the old ways.
There must be clear communication and synchronization between the traditional hierarchical structure and the innovative network of volunteers.
A key challenge is grafting the new practices onto roots that may be old but still effective, while killing off the inconsistent pieces
